Post on 16-Apr-2018
The Red Bead Experiment
MICHIGAN LEAN CONSORTIUM2014 CONFERENCE
“PEOPLE: THE HEART OF LEAN”Aug. 7‐8, Traverse City, MI
Adrian BassEric Budd
2©2014 CQI
Adrian Bass – Red Bead Guru &Capital Quality and Innovation Board Member Emeritusadrianbass@sbcglobal.net
Eric Budd – Lead Developer and Instructor: CQI Academy for Quality Management Fundamentals &Improvement Coordinator,Peaker Services, Inc.ebudd@peaker.com
©2014 CQI 5
“You can have quality without lean, but you cannot achieve lean without quality.”
Jim Manley,July 2014 CQI Learning Lunch
8©2014 CQI
APPRECIATION FOR A SYSTEMAPPRECIATION FOR A SYSTEM
THEORY OF KNOWLEDGETHEORY OF
KNOWLEDGE
UNDERSTANDING VARIATION
UNDERSTANDING VARIATIONPSYCHOLOGYPSYCHOLOGY
Deming’s System of Profound Knowledge
“The various segments of the system . . . cannot be separated. They interact with each other. For example knowledge about psychology is incomplete without knowledge of variation.”
9©2014 CQI
10©2014 CQI
THEORY OF KNOWLEDGETHEORY OF
KNOWLEDGE
UNDERSTANDING VARIATION
UNDERSTANDING VARIATIONPSYCHOLOGYPSYCHOLOGY
Deming’s System of Profound Knowledge
APPRECIATION FOR A SYSTEMAPPRECIATION FOR A SYSTEM
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Production Viewed as a System
©2014 CQI
A system is a network of interdependent components that work together to accomplish the
aim of the system
(From The New Economics. 1993. W. Edwards Deming. 2d. Ed. Cambridge, MA: Massachusetts Institute of Technology Advanced Center for Engineering.)
DD
AAP
15©2014 CQI
THEORY OF KNOWLEDGETHEORY OF
KNOWLEDGE
PSYCHOLOGYPSYCHOLOGY
Deming’s System of Profound Knowledge
APPRECIATION FOR A SYSTEMAPPRECIATION FOR A SYSTEM
UNDERSTANDING VARIATION
UNDERSTANDING VARIATION
“If I had to reduce my message for management to just a few words, I’d say it all had to do with reducing variation.”
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W. Edwards Deming
©2013 CQI
17©2014 CQI
The Shewhart Control Chart
Process D
ata
Time Series or Sequence
Upper Natural Process LimitsUpper Natural Process Limits
Lower Natural Process LimitsLower Natural Process Limits
20©2014 CQI
UNDERSTANDING VARIATION
UNDERSTANDING VARIATIONPSYCHOLOGYPSYCHOLOGY
Deming’s System of Profound Knowledge
APPRECIATION FOR A SYSTEMAPPRECIATION FOR A SYSTEM
THEORY OF KNOWLEDGETHEORY OF
KNOWLEDGE
24©2014 CQI
THEORY OF KNOWLEDGETHEORY OF
KNOWLEDGE
UNDERSTANDING VARIATION
UNDERSTANDING VARIATION
Deming’s System of Profound Knowledge
APPRECIATION FOR A SYSTEMAPPRECIATION FOR A SYSTEM
PSYCHOLOGYPSYCHOLOGY
People need to be in relationships with others
and be loved, respected and esteemed by others
©2014 CQI 28
A Lens Through Which to See With An Outside View—
The System of Profound Knowledge
Components of The Whole
– Appreciation for a SystemA system is a network of interdependent components that work together to accomplish the aim of the system
– Understanding VariationThere will always be variation…..
– Theory of Knowledge Knowledge is built on theory
– PsychologyIndividuals, Groups, Society, Change
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AIM
©2014 CQI
“A system cannot understand itself.”
The Red Beads
1 Recorder
1 Chief Inspector
2 Junior Inspectors
6 Willing Workers
• Able to record figures in a spreadsheet. Must be sharp.
• Able to compare figures and speak in a loud, clear voice
• Able to count (perhaps up to 20) and write clearly
• No education needed; training will be provided. Willing and able to obey orders without question or argument.
32©2013 CQI
10 Vacancies(educational requirements minimal)
What did we learn here? [Red Beads]
1.What was the source of low performance by the workers?
2.What influence are the willing workers able to exert to improve quality?
1.The cause of the low yield was red beads in the incoming material. Get the red beads out of the system.
2.The willing workers are totally helpless to improve quality. They will continue to make red beads so long as there are red beads in the raw material. The experiment is stupidly simple, but it makes the point. Once people have seen it, they find red beads (sources of trouble) all over their organizations.
33©2013 CQI
What did we learn here? [Red Beads]
3.What is the source of the variation between lots and between workers?
4.What can be said about predicting future performance based upon past performance?
3.The variation between lots and between workers arose from the system itself, not from the workers.
4.The performance of anybody on any one day is useless as a basis for prediction of his performance on any other day.
34©2013 CQI
Deming on Ranking
A psychologist that possesses even a crude understanding of variation as will be learned in the experiment with the Red Beads(Ch. 7) could no longer participate in refinement of a plan for ranking people.
35©2013 CQI
Review
With a partner:Discuss the top lessons you are taking away from the Red Bead Experiment.
Share where you have witnessed Red Beads in your work? How are Red Beads addressed, discussed, improved?